When you don't know what you don't know - November 2013

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Marko Honkanen, Program Director, Fiskars

14th November 2013

When you don’t know what you don’t knowBusiness Transformation Executive Keynote


Setting the scene


So what does he know about not knowing

what you don’t know?


We just started our 365th year of business


Towards an integrated consumer goods company


Execute Fiskars operating model transformation


Symptoms


How do you know when you are potentially not knowing?

• Setting and tracking targets seems difficult

• Identifying and agreeing the key people is a challenge

• Planning and taking decisions seems like a never-ending iteration

• When decisions are taken, it is sometimes very unclear who has taken them


One of the ”autopilot” cycles

Too busy

No time to learn

No change


A business example – so why are the scissors orange?


At the end, it might only be that one single piece of

information that you would require to know – but which one?

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11Company confidential


How to make the right decisions

• Not based on perception (”It does not look like a phone”)

• Try it in practise, until reality proves you otherwise (Conceptual vs practical)

• How many of the current people will truly reinforce a new, unknown model?

• Remember, transformation will be used as an excuse


So you just go with the flow then?


Even when you don’t know it all, some keys for success

• ”Tehtävä kirkkaana mielessä” – what and why are we doing?

• ”Sisu” – strength of will, determination, perseverance; taking action against

the odds and displaying courage and resoluteness; deciding on a course of

action and then sticking to that decision against repeated failures*

• Executive level commitment, ability to make tough decisions and show

leadership in their respective organizations

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*http://en.wikipedia.org/wiki/Sisu


Personal learnings and observations

• We know what it means when transformation is ”complete” – or at least,

whose perception of this are we trying to fulfill? Can you measure ”before”

and ”after”?

• Take the decision as soon as you start feeling one might be needed.

• Your former ”enemies” might be your best allies – and do not build hero

culture

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You don’t know what you don’t know

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16Company confidential


Fiskars Q3 interim report 2013

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Fiskars’ President and CEO, Kari Kauniskangas:

“The good performance in the third quarter is the result of a joint effort

across the whole organization. The clarity of our common direction and

unrelenting focus paid off in the form of operational efficiency and

controlled cost levels. This enabled us to deliver a clear increase in

operating profit excluding non-recurring items while our structural

evolution continued with changes in the supply chain and the single

biggest system implementation of our five-year investment program.”


Two key messages:

1) What happens, when we are not here anymore?

2) Control the things that you know and can control

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So what am I doing where?


Marko M. Honkanen

Mobile: +35850 555 0182

Email: [email protected]

www.fiskarsgroup.com

http://www.linkedin.com/pub/marko-m-honkanen/2/666/333

Personal DeepLead® development motto: “Mind the gap”(meaning – not too far away from my team and from our stakeholders)

mailto:%C2%[email protected]

http://www.fiskarsgroup.com/

http://www.linkedin.com/pub/marko-m-honkanen/2/666/333

Leadership & Management

When you don't know what you don't know - November 2013